Archivo de la etiqueta: Best Buy

Walmart vende 5 mil artículos por segundo durante el Black Friday



por FERNANDO GARCÍA en 26-11-2012 

Black Friday

Estados Unidos.- Previo a las festividades navideñas, el Black Friday en Estados Unidos, fue nuevamente el motivo para que millones de ciudadanos americanos abarrotaran tiendas como Walmart, Best Buy, Target, Sears, etcétera para adquirir diversos productos con grandes descuentos. Siendo Walmart una de las cadenas de tiendas con mejores ventas, con un promedio de 5 mil articulos por segundo.

Notas sobre mercadotecnia:
Inicia el Black Friday y Cyber Monday en Estados Unidos
Michoacán desaprovecha el mercado Chino

Aunque aún no se cuentan con cifras oficiales en su totalidad, la National Retail Federation (NRF) pronosticó que habrá un aumento de 4.1 por ciento en ventas durante esta edición del Black Friday en comparación con el del 2011. Estas cifras representan un promedio de 586 mil 100 millones de dólares en ganancias.

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Five Ways to Ruin Your Innovation Process

Rita McGrath

Columbia Business School professor Rita McGrath studies innovation, corporate venturing, and entrepreneurship. Her latest book is Discovery-Driven Growth (2009).

Most companies sabotage their own innovation processes without meaning to. I’ve noticed five tell-tale signs of this syndrome, which I recently described during a talk to the Columbia Media Forum.

1. Innovation is episodic. We’ve all seen this movie: A few people in the organization have a burning desire to foster more innovation, or a different kind of innovation, so they invent a new process. If they are more junior, they might create a small team that, working around the typical organizational barriers, explores new opportunities. If they are more senior, the impulse may become formalized in a skunkworks, or even a New Ventures Division. For a while, things move along: people make interesting discoveries, and find new places where the company’s capabilities might be relevant.

All too often, however, the initiative ends badly. Sometimes it’s because the senior sponsor moves on. Sometimes it’s because the ideas didn’t work out: innovation, after all, is an uncertain process. Sometimes the company faces a cash or a profit squeeze, and the folks with budget scalpels go looking for something to cut. (It’s easy to ax innovation. Potential future customers can’t scream about not getting a product they don’t know they would love.) So, the innovation efforts get shut down.

More tragically, the group has actually come up with something powerful and novel, but — whoa — someone senior realizes that this could have a disruptive or cannibalizing effect on existing cash cows. The innovators get squashed and the idea is shelved.

What to do? First, remember that innovation, like any other important organizational process, can be managed. Don’t reinvent the wheel — there are good resources that can help you build a repeatable process. Second, recognize that on-again, off-again innovation is worse than nothing. It sends the signal that these are not the projects that people should bet their careers on. So, make it continuous and systematic. Set aside a regular budget. Build it into good people’s career paths.

2. Resources are held hostage by incumbent businesses. If you want to understand the most significant lever for generating change in a large, complex organization, you need to understand the resource allocation process. Resources flow where there is power; they signal what is important. Unfortunately, the resource allocation process in most complex organizations is not innovation-friendly. Rather, it’s a throwback to an era when the importance of a business was directly correlated to the people and assets it had under management. Makes perfect sense in a world of steady-state production. It can be lethal to organizations trying to be more innovative.

Most people who manage powerful businesses believe that it’s not in their personal best interest to contemplate shrinking that business or redeploying its assets and capabilities. So resources shore up the position of businesses that are starting to fade, eking out a little more time for the managers in charge. This creates two problems: first, valuable assets are being tied up in a business that doesn’t represent the future. Second, the resources that might be used to fund growth are held hostage.

The only time I’ve seen a company neutralize this problem is when very senior managers are charged with extracting resources from established businesses and re-purposing them to fund growth. This is not easy stuff. IBM had to re-invent its entire innovation process, creating an “Emerging Business Opportunity” model where a senior-level executive watched liked a hawk to be sure that the people and assets allocated to innovation didn’t get sucked back into the existing business. Ivan Seidenberg of Verizon was criticized by many — even his own people — for re-purposing the cash coming out of land-lines and phone books to support moves into wireless and entertainment businesses. The core lesson is that, if you allow the existing businesses to determine where people and funds are allocated, you won’t get innovation. Sigue leyendo

Hey, It’s Microsoft Office 15!

By HARRY MCCRACKEN | @harrymccracken |

Office 15

PAUL THURROTT Sigue leyendo

Report shows key trends for social businesses

I recently found a fascinating report into the key trends among social businesses, and how different types of businesses are using social media across the board. It’s an incredibly valuable read for anyone interested in how social technologies has affected various industries today. What’s different about this report is that it analyses companies based on how active their employees are within social media, giving a slightly different and perhaps more accurate perspective of how deeply social media is being embraced. The report is available to download in full here and I wanted to take a look at some of the key findings and what they mean for businesses today.

Why don’t CEO’s tweet?

The report lists the various jobs within an organisation by which ones are the most social. And unfortunately, the CEO is outside of the top 10, coming in at number 11. The top 3 ‘socially savvy’ job roles are fairly predictable consisting of marketing, HR and public relations/communications. But it strikes me that the CEO should be well within this top 10. One of the best things about social media is that it’s made businesses more transparent and approachable – no-one should be more approachable within a business than the CEO. We’re not talking sticking the CEO on your Twitter account to deal with people’s everyday complaints, but being one of the key people active on social accounts to communicate the business messages and also to be receptive to what people are saying.

I’m proud to say that our own CEO is active on our social channels, particularly the blog and this is exactly how it should be. Others are setting the trend here, such as Best Buy’s CEO, who has a very active Twitter account, which has attracted much positive publicity for the company. The C-Level positions may not have been totally absent from the top 10 in this report, but I’d like to see the CEO in the top 5 in the future.

Traditional media come out strong

Traditional media, particularly the publishing sector gets quite a bashing for not catching up with digital or social media (indeed we’ve covered it on here a few times), but this report shows them at number 4 for the most social industries. Interestingly this also takes into account the employees within the industry, showing that it could well be individual journalists that can bring the traditional media sector into fully catching up with social. Journalists should absolutely be encouraged to be active online, particularly through Twitter and this report shows that for many this is the case. While the business practices of the traditional media organisations may not be social – their employees are and this could be what takes them into the here and now.

Coca-Cola not the most social company

In fact, not the most social by a long shot. Coca-Cola are frequently making social media headlines through high-impact campaigns, yet in the ranking of the most socially active companies, the Coca-Cola organisation comes in at number 37. Though this is up from their previous ranking of 50 I’m surprised that they are so low down the list. It shows that there is a big difference between investing in a social media campaign and being an inherently ‘social’ company. It suggests that for Coca-Cola social media is more about marketing as opposed to a way of engaging with their consumers day to day. Those companies that are leading the way here in embracing social technologies as a real way of communication at different levels of the business.

Social is not just for the fun brands

Among the most socially active companies that you’d expect to find such as Google, Amazon and Dell, there are also b2b brands and those that you might not expect such as Intuit ( a payment solution). They scored number 6 out of the organisations that have the most social employees. This is encouraging for brands that might still think that social isn’t for them and shows that having employees active on social media is important no matter what industry you’re in. Indeed, those ‘sexier’ brands aren’t necessarily as high as you think. Disney dropped from number 4 to number 23, showing just how quickly other brands are getting involved and importantly, socialising the workforce as well as the marketing plans.

Social Media Insider: CheckPoints Makes An End-Run Around Location

// | by David Berkowitz, Senior Director of Emerging Media & Innovation for agency 360i.

Today’s column, which originally ran in MediaPost


I’ve got a riddle for you: What’s the hardest part about location-based marketing? Here’s a hint: It’s not the marketing.

The challenge tends to lie in dealing with locations. This comes up all the time. Can locations accept mobile coupons? Does a brand have the right to run marketing around locations they don’t own? For locations that are part of a chain, is the marketing the responsibility of the store owner or the corporate marketing group? While locations now offer compelling digital marketing opportunities thanks to advances in mobile media and devices, locations also cause a few wrinkles in some otherwise solid marketing plans.

Consider ShopKick, for example. In a recent Q&A on MediaPost, I was willing to peg Shopkick as the most overhyped mobile technology. As Shopkick has been the subject of stories in major media outlets from here to Botswana, it’s easy to call it overhyped. The gist of the app is that you earn points by walking into select stores, which the app confirms by using the microphone to pick up an inaudible audio tone played by a speaker placed near a retailer‘s entrance. More points, dubbed “kickbucks,” kick in when users take specific actions within the store such as scanning select products. Location is central to the app. The kickbucks only matter so much here, as I’ve made it to level six with over 400 kickbucks (in other words, I’ve used this app a lot) and still haven’t earned a $2 Best Buy gift card. The app is still very new and can play a role in having consumers engage with locations and products, but it’s not fully baked yet. Sigue leyendo

Best Buy: Notebooks Aren’t Dead

Ben Parr | //

Is the notebook going the way of the dinosaur? Not a chance, says Best Buy.

Earlier today, a report made the rounds, depicting the decline of notebook sales since the launch of Apple’s wildly popular iPad tablet. According to the report, U.S. retail notebook unit growth rose by 70% in December 2009 while it actually shrank by 4% in August 2010.

The story gained further traction after Best Buy CEO Brian Dunn was cited in a report from The Wall Street Journal. In the story, he told the Journal that “internal estimates showed that the iPad had cannibalized sales from laptop PCs, especially netbooks, by as much as 50%.” Sigue leyendo

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